Cybersecurity Leaders: Knowledge Driving Human Capital Development

Cybersecurity leaders must be able to use critical reading and thinking skills, exercise judgment when policies are not distinct and precise, and have the knowledge, skills, and abilities to tailor technical and planning data to diverse customers’ levels of understanding. Ninety-three percent of cybersecurity leaders do not report directly to the chief operating officer. While status differences influence interactions amid groups, attackers are smarter. With the aim of protecting organizations and reducing risk, knowledge about security must increase. Understanding voids are costly and increased breach chances are imminent. Burning questions exist. What are needed technological learnings for cybersecurity leaders to become smarter and remain ahead of attackers? How might these technologies hasten the understanding of the ‘what,’ ‘how,’ and ‘why’ reasons and key drivers for organizational behaviors. This article offers comparative analyses for cybersecurity leaders to engage in the questioning of practices, scrutinize entrenched assumptions about technology, customary practices, and query technology’s outputs by pursuing to comprehend all assumptions that could influence operations. Because understanding continues to rely upon progressively multifaceted epistemic technologies, outcomes of the research suggest that the salience of status distinctions is of central significance to the development of ongoing and proactive technological learning and up scaling solutions.